Even though there is a general recommendation for coping with the overwhelming testing volumes, many QA managers still struggle to integrate efficient practices into their work. Sometimes it is because of lacking experience, but sometimes, it’s just ignoring the basis that could set a good and efficient process.
Too much effort towards automation
Automation is a popular trend amongst testers. And even though it seems very beneficial for many reasons, such as time-saving, tech-wise, etc., it might be another QA manager pitfall. Testers obsessed with automation forget about the primary goal of testing — to improve your product through testing. What they do right now is automate every level of the product.
Recently, famous QA blogger Daniel Knott made a reasonable point about why total automation is unhealthy — “Customers don’t care if your software is automated to 100%. They care, for example, if the final product still has critical issues.”
Preparation of QA team for test automation sometimes takes so much time that initial data might be changed by the start of actual testing.
And here is advice from him on how to avoid this test manager mistake:
Automation is good for sure, but everything should be in moderation.
Overly detailed documentation
There are a thousand articles about the importance of proper documentation. However, there are just a few articles about how overly detailed documentation can kill the success of your testing.
We mentioned above that some data could often be changed. And running the same tests over and over again on them might be unnecessary and even “dangerous,” mainly because this kind of test is usually the source of overly detailed documentation. And unfortunately, developers have to spend more time diving into all these redundant details. If you know how to omit extras, you are golden. But if you don’t, you better find the proper software to help you.
Using QA test management software is an excellent way to avoid overdoing docs. Such software usually has an interface that can help you not overlook essential details but simultaneously don’t pollute your report with redundant information. For example, aqua natively navigates you through the entire process of creating a bug, giving prompts not to forget the main details and letting you add necessary information later. Such an approach was designed to help you avoid superfluous details.
Dismissing team spirit
Successful testing is a team game. Companies that lack collaborative culture sabotage their prosperity on a very inside level. Neglecting communication, diplomacy, respect, delegating and owning up to your mistakes can turn out ugly for them. They are especially taking into account the fact that unhappy employees contribute less to their work. While happy workers are 13% more productive, said in the Research by Oxford University’s Saïd Business School.
So here is the main idea to avoid one of these QA manager pitfalls. Even if you deliver criticism, you need to stay polite and diplomatic. Don’t go personal, even though it seems to have something to do with the actual employee. You all strive for professionalism, but you can never skip the private life element out of your work.
If you still struggle to stay out of personal affairs, try to use software that minimises real-life interaction with an employee but simultaneously encourages communication. Depending on your software, it can be chats, emails, or comments under your projects. Here are some articles that you can read to compare some tools:
Not utilising all functionality of your bug-tracking software
Go big or go home. This unofficial Texas slogan plays well for quality assurance as well. Just as people only use 90% of their smartphone functions, testers don’t always use their software to the fullest. For example, they discuss bugs in messengers, and write defects down in Excel, and the tests are already carried out in software. So why do you even pay for this software?!
Bite more than you can chew
Another sin among test manager pitfalls that testers sometimes don’t notice is a vast amount of work. Imagine a situation when a product is almost ready, but QA is incorporated in the latest stage. So here is no chance to start small. You must check the entire front and back end of the product.
It is enormous pressure on testers as they become the only people who delay development — they can’t perform tests that fast. Time is money, and money is time.
It is difficult not to overlook defects if there is too much data to test. The best managers know how to “divide and conquer”. The main secret is to break a more extensive picture into small pieces and prioritise them. Apparently, code is more important than design; security is more critical than pop-up forms, etc. And don’t forget to discuss with the developers what needs to be tested first not to delay further development.
Quality assurance is a rather stressful and time-consuming process which can be ruined by a single QA manager mistake. And if the manager knows what tools to choose and what mistakes to avoid and minimise the stress of his employees, then they can not be afraid of the quality of his product. But by eliminating problems at the start, you can reduce development time and prevent budget drain.